Effectively optimising cloud and building effective and resilient IT and FinOps is a complex process.

It involves automating, improving efficiency and enabling self-service for application teams, according to Robert Mamone. By implementing FinOps across the organisation, some costs can be controlled.

Lisa Asquith, from the NSW Department of Customer Service believes it comes down to vision and purpose. The goal is to be a trusted partner of the New South Wales Government, allowing them to do their work well and removing duplication. There needs to be respect for staff to say, “Help me, show me what you believe.” This requires working as a collaborative team.

For applications, the business owner is responsible for deciding the best way to deploy them, whether that is by using public cloud, infrastructure, CPU optimisation on-premises, pushing it out to SAS or outsourcing it entirely, according to Richard King.

Building resilience requires taking a risk management approach to identify what your exposure is, how you counter that risk, and how risk is managed around different scenarios such as financial, operational, or security. Any of these or others can cause a system breakdown. Failures happen. Design and build for failure when it comes to applications and deployments.

In this panel discussion, ADAPT’s Principal Research Analyst Peter Hind, explores practical ways to optimise cloud and build resilient IT and effective FinOps with expert insights from Lisa Asquith, Director Technology Services at NSW Department of Customer Service, Robert Mamone, Head of Cloud & Engineering at Coles and Richard King, Head of Cloud and Infrastructure Engineering at TPG.

 

Key Takeaways:

  • Consider what value we want across the business instead of what tool you’re going to buy and how much it will cost. Team members should be given the freedom to design the response once the business case has been established. Ensure that teams are supported and challenged.
  • In a FinOps model, engineering, finance and IT teams are brought together. To do this requires more optimisation, more engagement and more accountability within teams.
  • It is expected that finance organisations will become quite risk averse over the next few years. It may become harder to justify variable costs such as cloud licensing and subscriptions. Capital investment teams may prefer fixed cost scenarios so they have a known quantity to consider.
Contributors
Peter Hind Principal Research Analyst at ADAPT
One of the ICT industry’s foremost analysts and commentators, Peter Hind has spent over 25 years advising and talking on topics across... More

One of the ICT industry’s foremost analysts and commentators, Peter Hind has spent over 25 years advising and talking on topics across the technology industry. His primary areas of interest are the potential of technology to transform the way organisations operate, the change management obstacles executives encounter in realising this potential, as well as the tactics and techniques leaders have deployed to overcome these difficulties.​

With roles across IDC, Unisys, NCR, Sigma Data, and others, Peter now takes on multiple roles within ADAPT including the moderation of private events and roundtables, interviewing business executives about the strategies they are pursuing and assisting with the structuring of delegate surveys.​

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Lisa Asquith Director, Technology Services, NSW Department of Customer Service
Lisa Asquith is a collaborative leader and experienced professional, highly effective on complex technical problems at scale, with a demonstrated track record... More

Lisa Asquith is a collaborative leader and experienced professional, highly effective on complex technical problems at scale, with a demonstrated track record of delivering successful reform for the NSW Government Technology Platforms, Digital.NSW within the Department of Customer Service.

Today she is operationally responsible for critical NSW Government Infrastructure, and the diverse wonderful people that operate and deliver for the NSW Government. Her passion for delivering and, thriving in a customer-focused, critical, and challenging environment drives her to deliver better Customer outcomes.

Known for working strategically and operationally with her Executive and Team, they are delivering innovation, managing risks, issues, and conflict as part of her business day-to-day. Her motto is to employ process and good governance to mitigate and manage critical competing workloads. Lisa enjoys working at DCS because of its excellent culture and support for its people to achieve their best. Also, for its inclusivity and an exemplar for customer delivery.

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Robert Mamone Acting Head Of Cloud & Engineering at Coles Group
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Richard King Head of Cloud and Infrastructure Engineering at TPG
I’m an experienced IT manager and enterprise, infrastructure and cloud architect with a history in telecommunications and finance sectors. Specialties: IT Management,... More

I’m an experienced IT manager and enterprise, infrastructure and cloud architect with a history in telecommunications and finance sectors.

Specialties: IT Management, SDN/NFV Strategy, NFVI Architecture, Hybrid Cloud Strategy, Enterprise Architecture, Technology Architecture

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Cloud Modernisation